Enhancing strategic decision-making through knowledge management in high-tech firms

Purpose This study investigates how knowledge management practices influence strategic decision-making and their impact on strategic effectiveness in high-tech firms. Design/methodology/approach A theoretical model was developed and empirically tested through a survey involving 124 Italian high-tech firms. Data were analysed using partial least squares structural equation modelling. Findings Results demonstrate that knowledge management practices significantly enhance rational decision-making and reduce political behaviour but have no significant effect on intuition. Only rationality positively influences strategic effectiveness, suggesting that systematic analytical approaches supported by knowledge management lead to better outcomes even in dynamic high-tech environments. Research limitations/implications Data collection limited to Italian high-tech firms restricts generalisability. Future research should employ longitudinal designs across diverse industries and cultural contexts. Originality/value This study contributes to existing literature by: (1) empirically demonstrating how knowledge management practices enhance strategic decision-making, (2) advancing the debate regarding which decision-making style is most effective in high-uncertainty environments and (3) providing insights into the relationship between environmental dynamism and decision-making effectiveness by integrating previously separate knowledge management and strategic decision-making literatures